1. Succession Planning and Supply Processes
St. Louis Public Schools
June 12, 2008
Office and Human Resources
Office of Leadership Development
Education Officers

2. What is Succession Planning?
“Succession planning is accomplished by identifying people with high potential leadership talent and ensuring that they are given work experiences and training to prepare them to assume higher level leadership positions.”

3. Why Succession Planning? The Moral Imperative --
Maintain a strong and efficient District
Maintain institutional knowledge
Strengthen the internal organization and viable candidates
Ensure as smooth a transition as possible by developing key components of the succession and supply system

4. Systems vs. Individuals
The Succession and Supply System:
Allows the District to forecast and prepare for comprehensive leadership needs based on the mission and vision.
Establishes systems that make it possible for the District to function efficiently and effectively when a key individual leaves.

5. Key Components of the Tool
Data Analysis of the organizational structure of Central Office and/or the School
Identification of key functions of every critical performer in each structure
Specialized leadership determination at each level
Specialized competencies of critical positions with assessment determinations
Gap analysis to determine present and future needs
Leader search protocol to determine critical attributes
Knowledge transfer exit protocol to maintain efficient operation

6. The Succession Planning Process

7. Type of Data Collection for Supply Projection
Who works here now? Number of employees by:
Department
Function
Location
Skills/competencies
Etc.
What are the attrition patterns?
Retirement
Resignation
Death
Transfer
Interdepartmental promotion
Projected work force based on expected attrition without hiring replacements
Sample attrition calculation for a population of 250 employees:
7 retirements
3 resignations
4 transfers
2 deaths = 16 or 6.4% attrition
Calculate past attrition by adding up the number of employees who left the organization and dividing by the total number of employees
determining the supply assumes no hiring to replace employees who leave. In the gap analysis, you'll compare this profile with the demand and determine the number of staff needed by title or skill sets/competencies by organization, location, etc.

8. Implementation Plan
April - Presentation of materials to Superintendent and Cabinet for feedback
June – Presentation to Special Appointed Board for feedback and approval
July – Training for Senior Cabinet in the use of the tool
September – Follow up meeting with Senior Cabinet
FY : -Begin process

9. Planning our Future for the Success of Our District
Succession Planning …
Planning our Future for the
Success of Our District